Exam 2 - Chapter 6

Organizational justice theory proposes

that employees will not be motivated to contribute their inputs unless they perceive fair procedures will be used to distribute outcomes in the organization and that they will be treated fairly by managers

Work Motivation

Psychological forces that determine the direction of a person's behavior in an organization, a person's level of effort, and a person's level of persistence.

Need

a requirement for survival and well being.

What are the three key elements of work motivation?

1. Direction of behavior 2. Level of effort 3. Level of persistence

What are the two questions Expectancy theory addresses about motivation?

1. Does an individual believe that his inputs will result in a given level of performance? 2. Does the individual believe that performing at this level will lead to obtaining the outcome she wants ( Pay, job security)

What are the four theories for work Motivation?

1. Need theory 2. Expectancy theory 3. Equity 4.Organizational Justice theory

What are the three major factors that determine an employees motivation in expectancy theory?

1. Valence 2.Instrumentality 3. Expectancy

What are the three types of needs in Alderfer's theory?

1.Existence Needs 2. Relatedness Needs 3. Growth Needs

What are four forms of ORT

1.distributive justice 2.procedural justice 3.interpersonal justice 4.informational justice

Maslow's hierarchy of Needs Psychologist Abraham Maslow proposed that human beings have five universal needs they seek to satisfy:

5. Psychological needs. 4. Safety needs 3. Belongingness Needs 2. Esteem needs 1. Self- actualization

OJT describes

A group of theories that focus on the nature, determinants and consequences of organizational justice

Equity Theory

A theory about work motivation that focuses on employees' perceptions of the fairness of their work outcomes and inputs.

Expectancy Theory

A theory about work motivation that focuses on how employees make choices among alternative behaviors and levels of effort. Focuses on the employees perception and thoughts or cognitive processes

Existence Needs

Basic needs for human survival such as the need for food, water, clothing, shelter, and a secure and safe environment

Intrinsically motivated work behavior

Behavior performed for its own sake. The source of motivation actually comes from performing the behaviors itself, in other words.

Extrinsically motivated work behavior

Behavior performed to acquire material or social rewards or to avoid punishment The behavior is performed not for its own sake but rather for the consequences.

Examples of How Needs Are Met or Satisfied in an Organization Growth Needs

By continually improving skills and abilities and engaging in meaningful work

Examples of How Needs Are Met or Satisfied in an Organization Belongingness

By having good relations with co-workers and supervisors, being a member of a cohesive work group, and participating social functions such as company picnics and holiday parties

Examples of How Needs Are Met or Satisfied in an Organization Relatedness Needs

By having good relations with coworkers, superiors, and subordinates and by obtaining accurate feedback from others

Examples of How Needs Are Met or Satisfied in an Organization Physiological Needs

By receiving a minimum level of pay that enables a worker to buy food and clothing and have adequate housing

Examples of How Needs Are Met or Satisfied in an Organization Existence Needs

By receiving enough pay to provide for the basic necessities of life and by having safe working conditions

Examples of How Needs Are Met or Satisfied in an Organization Safety Needs

By receiving job security, adequate medical benefits, and safe working conditions

Examples of How Needs Are Met or Satisfied in an Organization Esteem:

By receiving promotions at work and being recognized for accomplishments on the job

Examples of How Needs Are Met or Satisfied in an Organization Self- Actualization

By using one's skills and abilities to the fullest and striving to achieve all that one can on a job

INFORMATIONAL JUSTICE

Employee perceptions of the extent to which managers explain their decisions and the procedures they used to arrive at these decisions.

What is the principal message of the need theory?

Employees have needs that they are motivated to satisfy in the workplace.

Need theory

Focuses on the outcome side of the equation. What outcomes are individuals motivated to obtain from their jobs an organizations? A group of theories about work motivation that focuses on employees needs as the sources of motivation

Level of effort

How hard does a person work to perform a chosen behavior

What is the key challenge facing managers in terms of motivation?

How to encourage employees to contribute inputs to their jobs and to the organization.

valence, instrumentality, expectancy must all be high in order for there to be motivation True

If just 1 of the 3 is 0 then motivation will be at zero.

Outcome/input Ratio

In equity theory, the relationship between what an employee gets from a job (outcomes) and what the employee contributes to the job (inputs)

Expectancy

In expectancy theory, a perception about the extent to which effort will result in a certain level of performance.

Instrumentality

In expectancy theory, a perception about the extent to which performance of one or more behaviors will lead to the attainment of a particular outcome.

Valence

In expectancy theory, the desirability of an outcome to an individual

what is the different between Maslow and ERG theories?

Maslow assumes that lower-level needs must be satisfied before a higher level need is a motivator, ERG lifts this restriction. According to ERG theory, a higher-level need can be a motivator even if a lower-level need is not fully satisfied, and needs at more than one level can be motivators at any time.

Belongingness needs:

Needs fo social interaction, friendship, affection and love

Safety Needs

Needs for security, stability and a safe environment

Growth Needs

Needs for self development and creative and productive work

Esteem Needs

Needs to feel good about oneself and one's capabilities, to be respected by others, and to receive recognition and appreciation

Relatedness Needs

Needs to have good interpersonal relations, to share thoughts and feelings, and to have open two-way communication

Self- Actualization Needs

Needs to realize ones full potential as a human being

Motivation

Only one factor among many that contributes to an employees job performance.

Direction of behavior refers to

The behavior employees choose to perform from the many potential behaviors they could perform

Distributive Justice

The perceived fairness of the distribution of outcomes in an organization

Interpersonal Justice

The perceived fairness of the interpersonal treatment employees receive from the distributors of outcomes or their managers.

Procedural Justice

The perceived fairness of the procedures used to make decisions about the distribution of outcomes in an organization.

True or False. High level of motivation does not always result in high level performance

True

True or False Can valence be positive or negative?

True Can also vary in size or magnitude.

According to equity theory, however, it is not the objective level of outcomes and inputs that is important in determining work motivation

True What is important to motivation is the way an employee perceives his or her outcome/input ratio compared to the outcome/input ratio of another person other person is called a referent

level of persistence

When faced with obstacles, roadblocks, and stone walls, how hard does a person keep trying to perform a chosen behavior successfully?

If the outcome has a negative valence

an Employee prefers not having the outcome

Organizational Justice

an employee's perception of overall fairness in his or her organization

Performance

an evaluation of the results of a persons behavior: It involves determining how well or poorly a person has accomplished a task or done a job.

Physiological needs

basic needs for things such as food, water, and shelter that must be met in order for an individual to survive

Expectancy theory purposes that outcomes should be directly linked to

desired organizational behaviors or to overall levels of job performance.

If outcome has positive valence

employee prefers having the outcome to not having it

what two things are needed for an individual to be motivated to contribute effort and other inputs on the job for expectancy theory.

employees' beliefs about the relationship between their inputs (such as effort) and the performance level they reach are, thus, central to understanding motivation. Put simply, if employees do not think they are capable of performing at an adequate level even with maximum effort, their motivation to perform at that level will be zero. The second key part of expectancy theory indicates that employees will be motivated to perform at a given level only if that level leads to the desired outcome

Alderfer's ERG Theory

existence-relatedness-growth (ERG) theory is also a need theory of work motivation. builds on some of Maslow's thinking but reduces the number of universal needs from five to three and is more flexible in terms of movement between levels

expectancy theory seeks to explain how employees

go about making various decisions.

Equity theory focuses primarily on the relationship between ------ & ------ and addresses which question?

inputs n outcomes Are the outcomes perceived as being at an appropriate level in comparison to the inputs? Past experience or the observation of others, employees will have a sense of the input levels that should result in certain outcomes.

What is the motivation equation?

inputs--->performance ----> outcomes

To have a motivated workforce, managers must identify

which needs each employee is seeking to satisfy at work, and once these needs have been identified, managers must ensure that the employee's needs are satisfied if he or she performs the desired behaviors.